Lean: What are the main differences between Lean and Toyota Production System?

Great question, unfortunately. Back in the mid1990's when Toyota was establishing itself as a worthy competitior and then some, to GM, I was a GM employee in quality. The American car manufacturers re-labeled TPS as basically "Lean" though that was not the imminent term, yet.  Later, in2000, I joined a Japanese owned firm and discovered that they felt there was no need for Six Sigma, because they already had TPS. They were also hesitant to embark on an ISO9000 certification. Let me add that I shared their perspective on six sigma (having been trained to six sigma at executive and managerial levels), and gained a lot in the years, working with and leading the TPS operations in that company. In2006, I finally got behind the Six Sigma drive, and considered Lean a seperate entity that was simply the American version of TPS. I began teaching TPS back in2000, but had taught lean in supplier development roles in1998.

I lost two job interviews in those years, one because some "expert" decided that the American version of Lean, better defined how a TPS should work, and disagreed with the Toyota based definition of takt time i provided him. That was idiotic to me. More recently (2013), a firm who considers themselves TPS, explicitly not Lean or Six sigma, could not accept that a kaizen/project team might be composed of, or include the higher ranking leadership. Again, an idiotic conception. It is too unfortunate that the real value add is lost in such decisions.

Please consider that background when I give my best answer, now. Lean is more or less a project based entity designed to develop efficiencies at all costs, whether driven from top or bottom, and it stresses the mid level leadership. TPS is a way of life, a way of doing business, so ingrained that lower level employees can take significant steps to achieve gains, and use mid and upper level execs as Inform and support elements of a RASCI chart. The goals are the same, the tools are the same, and six sigma is NOT critical in either methodology. TPS is what Lean aspires to. It is a long term strategy that American firms have had tremendous difficulties trying to achieve.

Now, one has to ask the question, which is better? That answer requies a real look into a firm's core structure, and it's commitment to the best infrastructure. For those who cannot commit, Lean is what's available. I have seen this same argument posed between TQM and Six Sigma. I am a TQM fan first, but like TPS, it requires a larger commitment. Last point, for a change management leader, Lean is easier to implement, by far....Lean top priority seeks fiscal specifics, TPS top priority seeks employee ideas and commitment to the company.

I hope this helps.

The Toyota-style system was not developed in one time which was evolved during the postwar period since 1930s, and manufacturing system changed by implementing new element to their system till 1990s. By the 1960s the TPS was a powerful philosophy beyond the mass production and Toyota took the first step to spread “Lean” by diligently teaching the principles of TPS

Toyota System Constrated on redusing waist and improving there Quailty Lean is a tight acceplt were SPC and other Quailty Control Matter are Applied

Lean is just "Simple" production. Lean can also be considered as "Thin " production. ( Course Meaning). Make what is required with just what is needed

The Basis of TPS  is manufacturing of high quality items with the lowest possible cost( not cheap) using simple automation (JIDOKA) with human touch and shortest possible lead time.

Toyota's cost principle : Profit= Sales  price - Manufacturing cost * units. ( We can always do improvements to reduce internal cost, which can reduce final price)

Other : Profit = Sales price + Manufacturing cost * units

Supporting TPS are its pillars.. Just in Time, Jidoka, Standerdized Work and Kaizen.

Lean manufacturing is one of the TPS concept which focusses more on reducing7 type of wastes ex like over production,over processing ,waste movement ,scrap generation, uncessary ,materail movement.

TPS as integral is more than lean ,which has system like pull system with kanban system ,where the production is done only to the requirement of customer ,also uses system like jidoka which is level production ,which means timely setup changes which results in less inventory .

Two of these are TPS Empahsizes worker developement for problem solving and spends much more time creating standardized work which lean seldom. Tool orientation is a tendency in many programs to elevate mere tools ( standardized work, value stream mapping, visual control, etc.) to an unhealthy status beyond their pragmaticintent intent. The tools are just different ways to  work around certain types of problems but they do not solve them foy you or always highlight the underlying cause of many types of problems.

My story with my first Toyota car began with a visit to the official dealer in Kyiv toyota-ua.com . Therefore, I would like to briefly share my experience of interacting with him. Professional managers told me very well about each car I was interested in and helped me make a choice. They also talked about additional things that can be put in the car. After buying a car, I always contacted them for service and the quality of service was always excellent. I believe that I made the right choice when I contacted them to purchase a new car.

lean is a part from TPS

TPS contains more than lean , such like JIT ( Just in time ) inventory system , kaizen ,5S and more